Student Affairs Assessment Council
Minutes
February 27, 2013
Attendance: Rebecca Sanderson, Maureen Cochran, Remi Nagata, Kent Sumner, Tina Clawson, Luke Schalewski, Tom
Watts, Kayleen Salchenberg, Rick Stoddart, Jo Alexander, Melissa Yamamoto, Jeff Kenney, Jodi Nelson, Jennica
Vincent, Cynthia Stickle, Daniel Cardenas
Strategic Planning Initiative 6 met with the Assessment Council to share their work and to receive feedback. The
model that was discussed is attached at the end of the minutes. In addition to the model, the group discussed the
proposals that they are in the process of forming. Those proposals included:
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Gather stories from the Student Affairs Division about the benefits of data-driven decision making/operating in a
culture of inquiry.
Recognize and celebrate data-driven decision making in Student Affairs.
Market to students how their input is used for decision making.
Engage and educate departments in Student Affairs about data-driven decision making/operating in a culture of
inquiry.
Increase human resources within Student Affairs to have capacity to achieve data-driven decision making/a
culture of inquiry as described by CAS & the Educational Advisory Board (EAB).
Create a plan for enhancing the Division’s data-driven decision making and assessment to be in line with CAS &
EAB.
Broaden communication between the Student Affairs and Academic Divisions with regard to data-driven
decision making and assessment.
Create & implement a plan for a Division-wide assessment calendar to coordinate surveys across the Division.
People who have worked on Initiative 6 include: Maureen Cochran, Jo Alexander, Luke Schalewski, Rob Reff, Tina
Clawson, Jim Day, Jennica Vincent, and Chrysanthemum Mattison. Maureen, Jo, Luke, Tina and Jennica were present.
Positive Feedback on the Model:
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The language used with purposeful inquiry is accessible and disarming; gets away from the word
“assessment” and negative connotations that go with it.
Information sharing is very important, nice to see it has its own focused framework.
Good visual; clear and simple.
Flexible enough to fit multiple different department needs and practices.
Advice & Direction:
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Who is being left out in terms of outcomes in completing the Culture of Inquiry?
Priorities? What does that mean (under purposeful inquiry)? Expand on how or what priorities are
and determined.
Use more simple and parallel language. Active words and be consistent. (e.x. use determine…,
develop…., determine….).
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Website modules may be an active and practical way to create a plan of action, assessment plan, give
more detailed instructions and resources.
Collaborate with Student Affairs Strategic Planning #4 (Communication):
o How does this information go back to students in a systematic way?
o They meet opposite Wednesdays as the SA council; same place & time.
Ideas for Marketing:
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How does this culture save money? Use money as method of promoting it for departmental use, and
in the proposals.
Discussion on rewards for participation in the culture of inquiryo Spotlight those who engage in the culture of inquiry, those who have practices with far-reaching
impact.
o Aggressively share stories, actions, processes, and outcomes
o Use experts in assessment to train/introduce new professionals
Frame culture of inquiry as impacting future of OSU even though results will not be seen for multiple
years.
Market the Culture of Inquiry through activism and liberation language and theory, scientific method
to attract different groups of students.
Encourage students to participate in the process of inquiry so that they can be the ones to drive
change; they have a lasting impact beyond their 4 years here.
Need a comprehensive marketing campaign.
Market the Culture of Inquiry differently depending on the functional area in student affairs (ex: staff
meeting presentations).
Videos, newsletter, posters, pins…etc.
o EX. Library Civility campaign
Establish a systematic marketing plan, not just a one-shot program, will need to be ongoing.
Marketing/advertising internship experience?
All of this will cost money, need to consider where it might come from and how much is needed.
Marketing piece will hinge on the “Gather stories” proposal.
Other Feedback:
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A system needs to be established for gathering stories of instances of data-driven decision making
within the Division. These stories will be used for celebration, marketing to students, and research
collaboration across the Division (more collaboration on similar surveys).
For the proposal that involves increasing human resources around Assessment within the Division,
we should make recommendations for how much FTE allocation would be appropriate for varying
department sizes or per alignment group.
Next Meeting:
March 13, 2013
Some business, then learning meeting
MU Council Room
9-10:30am
E N VIS IONI NG A CULTUR E O F INQU I RY
PURPOSEFUL
INQUIRY
Determine what
information is needed to
move priorities forward
Develop a relevant question
How will the question be
answered? Determine the
process to be used to
investigate the question
INVESTIGATION
Review relevant
knowledge and
information around
the topic
Identify or create
appropriate methodology
for data collection &
analysis
ANALYSIS &
INTERPRETATION
Updated 01/ 2013
INFORMATION
SHARING
Data analysis
Identify stakeholders
Comprehensive review
(for example, comparison
to benchmarks and
national standards)
Frame interpretations of
data to make meaning
for stakeholders
Construct meaning
from data
Collect data
TAKE ACTION
Identify & implement
method for
communicating to
interested parties
Division Excellence through Daily Effectiveness, Problem Solving, Responsible Decision Making, Successful Planning and Student Success
Developed by Student Affairs Strategic Plannning Initiative 6
Questions or comments, contact Student Affairs Research, Evaluation & Plannning ([email protected])
Based on results,
determine necessary
changes or interventions
Develop strategies and
allocate resources to
implement change
Determine if action
was effective